With the use of airborne and geophysical data, Shell … Short-term struggles. Shell has ~30 new projects under construction, which should unlock 7 billion barrels of resources, and drive continued financial and production growth. A stronger retail network of more than 44,000 stores in 75 countries, mostly company-operated, is a competitive advantage for Shell.In the last ten years, Shell’s average retail sites across more than 70 countries numbered 43,444, and are outlets for gasoline, diesel, heating oil, aviation fuel, marine fuel, biofuel, lubricants, bitumen, and sulphur.Comparatively, BP’s network of 18,700 branded retail stations in 78 countries is 60% smaller than that of Shell. Additional factors that may affect future results are contained in Shell's 20-F for the year ended 31 December 2011 (available at www.shell.com/investor and www.sec.gov ). These operations in question are over-costing to imitate and A stronger retail network of more than 44,000 stores in 75 countries, mostly company-operated, is a competitive advantage for Shell. The vertical integration gives Shell a competitive advantage over quality control and cost benefits. Upstream start-ups in 2010-15 are expected to add some $15 billion of cash flow in 2015, in a $100 oil price scenario. Image courtesy of BP Images. Readers should not place undue reliance on forward looking statements. Capital allocation, including exploration, will follow a similar pattern to 2012, with investment directed to Shell’s distinct strategic themes. For 2013, we expect $33 billion of net capital investment. Royal Dutch Shell plc managers can use Porter Five Forces to understand how the five competitive forces influence profitability and develop a strategy for enhancing Royal Dutch Shell plc competitive advantage and long term profitability in Major Integrated Oil & Gas industry. There are a number of factors that could affect the future operations of Shell and the Shell Group and could cause those results to differ materially from those expressed in the forward looking statements included in this announcement, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell's products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. Both BP and Shell have businesses in solar, biofuels, renewable products, biopower, wind energy and EVs, but Shell’s alternative energy plans are bigger, as it plans to invest $1bn-$2bn a year by 2020 to strengthen its position in the renewable industry. BP’s proven reserves in 2018 were 72% higher than those of Shell, at 19,945Mboe. Image courtesy of Old White Truck. The businesses and investment highlights of Royal Dutch Shell plc are presented in brief, including our strategy, major projects, financial data charts and the Shell world map. These … It conducts these research functions through technology centres in Canada, Germany, India, China, Norway, the Netherlands, Oman, Qatar and the USA. As the world’s biggest privately owned oil and gas companies, BP and Shell are two of the most iconic energy companies. Shell Oil has repeatedly capitalized on "first-strike" technological advantages. Shell, however, may have a competitive advantage in the EV charging space, owing to its wider retail presence through which it can deploy EV charging services quicker and more profitably. Thanks to a larger operational scale and a vast retail network, Shell clearly has a competitive edge over BP in the near future.